ABSTRACT
Organizational Change Management, aka Change Management, emerged in the 1980s to plug a gap left by Project Management. Both Change Management and Organizational Development interventions facilitate organizational change on three levels, as illustrated below: The organization/enterprise, Teams and Individuals. Organizations benefit from change that results in new ways of looking at customer needs and expectations, new ways of delivering customer service, new ways of strengthening customer relationships, and new products and services that increase market share. The 'Typology of Change Management' below organizes change theories, models and tools on three levels: 'change and the organization'; 'change and the team'; 'change and the individual'. The Ice Cube Model is the classic linear model of planned change and underpins many of the subsequent models of change. Linear and cyclical models of change are based on different assumptions about how to get things done. Change in any of the elements affects system activity and has an inevitable knock-on effect on the other elements.
